Quotes About Shareholders

But this may be the place to remark that the very fact that the unit costs of electricity, gas, and telephone services have advanced so much less than the general price index puts these companies in a strong strategic position for the future.3 They are entitled by law to charge rates sufficient for an adequate return on their invested capital, and this will probably protect their shareholders in the future as it has in the inflations of the past.

Companies should buy back their shares when they are cheap—not when they are at or near record highs. Unfortunately, it recently has become all too common for companies to repurchase their stock when it is overpriced. There is no more cynical waste of a company's cash—since the real purpose of that maneuver is to enable top executives to reap multimillion-dollar paydays by selling their own stock options in the name of "enhancing shareholder value.

Large corporations, of course, are blinded by greed. The laws under which they operate require it - their shareholders would revolt at anything less.

Our laws demand that a corporation have a fiduciary responsibility with shareholders to maximize profits. They are legally required to make as much money as possible, any way possible within 'the law.'

Why are people so obsessed with Pets.com? We shut it down and returned money to shareholders. Besides, there were plenty of other dot-com failures around then.

When it comes to major decisions in any area of the organization, I like to get the blessings of the shareholders - of which my siblings are the majority - and build a consensus even if it isn't something that all of them agree on.

Nokia's industry-leading intellectual property has the potential to create significant value for our licensees and our shareholders.

It is very clear for us; we will do whatever is in the best interest of Shriram shareholders.

I'm committed to increasing long-term value for shareholders and am confident we will continue to do so through the successful execution of our core strategic priorities: the creation of high quality, branded content and experiences, the use of technology, and creating growth in numerous and exciting international markets.

That either-or mentality, that if you are doing something good for customers it must be bad for shareholders, is very amateurish," he said in our interview that summer.

that either-or mentality, that if you are doing something good for customers it must be bad for shareholders, is very amatuerish

The shareholders who financed the risk taking had no real understanding of what the risk takers were doing, and, as the risk taking grew ever more complex, their understanding diminished. All that was clear was that the profits to be had from smart people making complicated bets overwhelmed anything that could be had from servicing customers, or allocating capital to productive enterprise.

the Wall Street firm became a black box. The shareholders who financed the risk taking had no real understanding of what the risk takers were doing, and, as the risk taking grew ever more complex, their understanding diminished.

The main effect of turning a partnership into a corporation was to transfer the financial risk to the shareholders. "When things go wrong it's their problem

unmistakable message to boardrooms across the country: You can't lie to shareholders. You can't put yourself in front of your employees' interests. No matter how rich and powerful you are, you have to play by the rules.

We're only going to invest our shareholders' money where we think they can get the kind of returns they expected when they invested their money with Exxon Mobil.

Altruism, especially involving basic freedoms, can be what shareholders value most.

Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.

Charities must treat donors as if they were shareholders.

One reason that it's difficult to understand is that twentieth-century managers had learned to parrot phrases like "The customer is number one!" while continuing to run the organization as an internally focused, top-down bureaucracy interested in delivering value to shareholders.

What I am saying is, all health care has a problem with costs. Medicare is growing slower than the private insurance plans. Why? Because of their efficiency. They don't have to give money to shareholders. Why should be defending shareholders?

Shipping middle-class jobs to China, or hollowing them out with machines, is a win for smart managers and their shareholders. We call the result higher productivity. But, looked at through the lens of middle-class jobs, it is a loss.

I'd be resentful if shareholders who don't know the business tried to tell me what to do.

When someone takes their existing business and tries to transform it into something else - they fail. In technology that is often the case. Look at Kodak: it was the dominant imaging company in the world. They did fabulously during the great depression, but then wiped out the shareholders because of technological change.